12/7/08

Rapid Response of Manager

Q: I have noticed a big difference among managers. It is not so much the varied technical skills or level of confidence but different senses of how quickly to move on a project. Any comments on this subject?

A: This sense of urgency you mention does make a difference in how effective you can be as a manager or sales professional. Certainly, a manager who presses ahead and gets the job done quickly will be viewed favorably by his/her constituents, other managers and the client. The sooner a solution is presented and implemented, the sooner a company can improve its effectiveness in the area in which demands the most attention. A manager who is a true leader bringing a sense of urgency will move faster through diagnosis, solution and implementation and encourage the staff to do the same.

However, remember that speed is not everything. Don't move so fast into a solution that the team is left behind. Many of us have solved the problem (or at least so we thought) on the first day and were anxious to implement the solution. But, unless a team wants and commits to a “buy-in” of a turnkey solution instead of mere advice on how they can address the issue, you do more harm than good by rushing.

Once you have the lay of the land in an engagement, discuss with your team and/or client what functions, processes and people are likely to be the "rate limiting step" of your implementation process. It might be information management, or staff scheduling, or approvals. Agree with your team(s) which ones are worth waiting for and which ones hinder rapid results. With this mutual understanding, and recognizing that some elements of your operation may not be able to move as fast as everyone wants, you can press ahead as fast as you have explicitly agreed with your team.Changes in a client's market or overall economic conditions do present a challenge for management and sales teams. However, if you are in a position to see how your client or market is changing, it is also a great opportunity to increase the value you can provide.

Almost every change in an organization means a change on the organization chart. Positions are added or removed. Reporting relationship are typically altered. Overall structure may be leveled or new layers added. Each of these changes presents an opportunity to provide some services to smooth the transition. Ostensibly, these changes were thought out and intentional. However, sometimes they are made with some, but not enough, forethought.

Once you feel you have a solid grasp of the emerging situation, develop some recommendations of how your plan(s) might help the transition. Thinking at the highest level will help you better understand your needs and the needs of your team and clients and will likely let them see you in a more strategic light.

Have a safe and prosperous week. Your comments and suggestions are always welcome.